Publication Type

Journal Article

Version

acceptedVersion

Publication Date

10-2006

Abstract

Purpose – Crisis planning, which symbolizes an organization's crisis preparedness and often conceptualized at the corporate headquarters, is increasingly decentralized to regional centers of global companies. These centers, in turn, synchronize their crisis master plans with its national units for expeditious management of localized crises. The purpose of this paper is to capture the decision-making processes that practitioners at a regional center faced as they nurtured their master plan from conception to implementation. Design/methodology/approach – The qualitative method is used. This is a case study of a Fortune 500 company with plants in every continent. The company has four regional centers, and the center under study oversees more than 20 national units or countries. Findings – This study found a deep divide in attitude, expectation, and style between what practitioners and the dominant coalition regarded as necessary and sufficient measures in crisis planning. Research limitations/implications – Restricted access to more interviewees. Practical implications – Studies like this, grounded in the practitioner's world, add rich layers of context to understanding how theory and practice can integrate. Given that in this study, corporate communications has been found to be regarded as an auxiliary, rather than ancillary, function in this study, this paper offers practical tips on what practitioners can do to transform organizational perception. Originality/value – Such studies are rare because of the lack of accessibility to data. Practitioners are hesitant to grant access because of the highly sensitive nature of this topic, for fear of reprisals from their organizations, and an inadvertent revelation of organizational privacy and secrets.

Discipline

Human Resources Management | Organizational Behavior and Theory

Research Areas

Organisational Behaviour and Human Resources

Publication

Journal of Communication Management

Volume

10

Issue

4

First Page

371

Last Page

389

ISSN

1363-254X

Identifier

10.1108/13632540610714818

Publisher

Emerald

Additional URL

https://doi.org/10.1108/13632540610714818

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